The pharmaceutical industry is undergoing International development consulting London a tremendous deal of improve. Providers for example Pfizer and Lilly are going through substantial solution patent expirations. Moreover, corporation pipelines are insufficient to replace the revenues misplaced to patent expirations. And finally, EU-based and US-based companies and US are shifting their corporations to higher-growth marketplaces in China, India, as well as other Rising Marketplaces, generating interior organizational turmoil of their house markets.

As quite a few corporations know, it can be decreasingly possible to simply “research” your way from these complications. A part of the solution to these issues is developing and executing what we broadly seek advice from being a Business Progress and Licensing strategy (BD&L). This strategy would include any and all options for seeking and financing external partnerships, licenses, mergers, and/or acquisitions.

Of course all multinational pharmaceutical and biotechnology firms have an BD&L group, usually led by a member with the senior management team. Larger corporations will have a team of a dozen or more executives, directors, and managers responsible for sourcing, analyzing, and recommending enterprise advancement opportunities. Even smaller firms will have one or two individuals formally charged with the BD&L process.

So why should pharmaceutical providers, even large ones with large BD&L teams, use consulting corporations to assist them? We believe there are 3 factors why this is the case:

Development of an Overarching Framework - Quite a few pharmaceutical and biotechnology businesses should be applauded for having a strategic and focused BD&L framework. Lots of businesses know exactly what they are looking for, i.e., asset type, stage of growth, geography, deal structure, and so forth. A framework, even a simple one, makes it easier for the search team to identify and quickly eliminate opportunities that do not fit. This then enables the team to focus more time on those opportunities which might be a good fit. This results in better due diligence and faster deal making.

Unfortunately, there are quite a few corporations which do not take a framework-driven approach. Several searches are haphazard, where organizations look for anything with a certain revenue potential, or anything that can be sold by their existing sales and marketing infrastructure. In our experience, any approach which aims to easily provide the sales organization with products to sell is unsustainable in the long run.

Savvy BD&L executives can leverage consultancies to help them develop this overarching framework, identifying the key variables which are important to the corporation, its management, and its shareholders. Pharmaceutical administration consultants can bring an objective perspective to an exercise which, if done properly, results in a roadmap that the BD&L team can then use to plan and execute a BD&L tactical plan.

Broaden Skill Set - We have noticed that several smaller BD&L teams have strengths and skills in some areas, but not others. For example, some businesses have BD&L teams led by scientists or clinicians or attorneys who lack the experience to quantitatively and financially assess opportunities. Using a consultancy can provide unbiased, rigorous quantitative analysis and financial modeling.

Extend Geographic Breadth and Depth - The traditional model for US and EU corporations was to license drugs from Japanese providers, because quite a few innovative Japanese corporations lacked the global presence to develop and market their innovations outside their property country.